• Start-up business devoted to strategies for asset recovery including outsourced risk and loss mitigation, fraud investigation, prosecution, repurchase demand evaluation and negotiations, REO management and disposition, Repurchase Demands & Make Whole Negotiations.

• Negotiating millions of dollars in forbearance agreements with borrowers. • Approving or rejecting buy back demands from correspondent investors successfully preserving respectful and mutually beneficial relationships with correspondent investors and lenders. Understanding and applying the literal prohibitions and protections contained within the formal Buy/Sell Agreements representing the parameters of the business relationship enabled me to avoid repurchase demands representing millions of dollars in potential losses found to be without substance and merit for my employer. • Fraud detection, investigation and managing prosecution efforts for recovery. By managing the recovery and litigation activities of CFSB and their law firm, and pursuing only Fraud for Profit cases involving a leader and co-conspiring accomplices from other areas of the real-estate sales, appraising, originating and closing functions, I was able to recover millions of dollars of losses for my employer.

• Successfully opened and temporarily managed 17 branch offices in nine states for five national lenders. • Speaker to Annual Production Conferences and consultant for two national lenders. • Created a professional recruiting/placement division that supported the outsourced production management efforts. • Managed PS into a medium volume recruiting/placement business for “at large” mortgage banking and brokering firms independent of the contract production management business.

• the hands on management of all areas of business including production underwriting, closing, secondary marketing, P & L. This unit was basically a transplanted core of the former MPS. Never the less, through staff additions, the company grew rapidly, maintained a nationwide market presence with a superb reputation with significant profitability through 2004. • April 2005, I resigned General Manager position in order to phase/focus on loss mitigation, risk mitigation, fraud investigation and managing all prosecution activities on a hands on level of involvement for the purpose of business survival for the National Wholesale Funding division. My success in this regard resulted in my being recruited to perform those functions for all divisions of the bank until June 2008 at which time the bank was sold.

• Assisting in opening company by recruiting all members of the senior and executive management staffs reporting to the President. • Structuring, staffing and managing the full service correspondent and wholesale production divisions covering a nationwide market. My success in this endeavor allowed me to eventually add a multi-state retail production branch network of company owned production centers.

• Took a seriously underperforming regional production center back to excellence and profitability within twelve months. • With the cooperation and support of the president of the company, I was allowed to develop a new production strategy embracing components of both the mortgage banking and mortgage brokering business models that eventually became the new business model for the majority of traditional mortgage banker owned production centers in the national marketplace.

• Founded a company to re-manufacture Bell 206 series turbojet helicopters for air ambulance, electronic news gathering, air taxi and, eventually, light attack military applications. Company closed in 1991 due to defense budget reductions and resulting defense department purchasing contract cancellations. • Responsibilities included all aspects of business management including marketing, HR, project procurement, purchasing, FAA certification, compliance and quality control. • Formed a joint venture with Global Helicopters Technologies to produce fleets of light attack helicopters from a modified 206L3 platform for international arms sales resulting in over $40 million dollars in aircraft sales.

• As manager of their national production program, I opened multiple production centers in Dallas, Austin, San Antonio, Houston Texas and the Phoenix and Tucson Arizona markets. Although HMIC was a relatively small, family owner mortgage banking company when compared to the larger corporate mortgage banking giants covering the markets on a nationwide scope, each branch was developed into a “Top Ten” market share originator in every market served.